Tag: college

  • College campus counseling center usage and staffing

    College campus counseling center usage and staffing

    Counseling services are a key element of student retention in higher education due to elevated numbers of students reporting mental health conditions, but creating a sustainable practice that addresses students and staff needs remains a challenge, according to survey data from the Association for University and College Counseling Center Directors (AUCCCD).

    The association’s annual report, published Feb. 25, highlights a tapering off of the increased demand for mental health services from students, but continued pressure to support clinician and nonclinical staff members through challenging work conditions.

    Methodology

    The survey includes responses from 367 counseling center directors from the U.S. and its territories and 14 from other countries. The majority of respondents work at four-year institutions and urban campuses. The reporting period ranges from July 1, 2023, to June 30, 2024.

    Student engagement: While students continue to report high levels of mental health concerns, some counseling centers are seeing a decline in student demand.

    The majority of respondents at four-year institutions reported a decline or no change in the number of unique clients seen (68 percent) and the number of appointments provided (58 percent). Among two-year colleges, 33 percent reported a decrease in the number of unique clients seen and 43 percent reported a decrease in overall appointments provided.

    One in four counseling center directors (24 percent) indicated their centers did not have trouble meeting demand for services.

    Around 11 percent of students at four-year institutions accessed counseling services, and just under 5 percent of students at community colleges received counseling center support. “Centers at smaller schools served, on average, much larger proportions (8 to 19 percent) of their enrolled populations than centers at larger schools (7 to 8 percent),” according to the report.

    Student data indicated a correlation between student success and counseling center usage: 73 percent of clients reported that counseling services positively impacted their academic performance, and 71 percent said it helped them stay in school.

    Staffing: The four-year college had 9.2 full-time-equivalent clinical employees, while the average for community colleges was 4.5 employees. Around 2 percent of centers were staffed by only one person, but this was a decline compared to the year prior, when 3.5 percent of directors indicated they were a one-person center.

    Diversity of directors who completed the survey continues to rise, with 30 percent of respondents identifying as a person of color, up from 16 percent in the 2012–13 survey.

    Staff turnover remains a concern for college counseling centers, with 12 percent of all nontrainee clinical positions and 10 percent of all nontrainee positions turning over in the past fiscal year. The top reasons staff left their roles were low salary (48 percent) and work conditions (32 percent), though fewer staff cited leaving the field as a reason for departure this year, compared to prior surveys.

    Embedded counseling services remain limited, with around 30 percent of institutions utilizing counselors assigned to work within other departments. Athletics was the most frequently reported area where embedded clinicians work, followed by a specific school, student affairs office and residence life.

    Services: Most clinical sessions were delivered in person (81 percent), followed by video (15 percent) and phone (3 percent). This mirrors the Center for Collegiate Mental Health’s data, published earlier this year, which found 64 percent of clients received exclusively in-person counseling and 13 percent received video-only care.

    While a slight majority of centers do not have formal session limits (55 percent), 43 percent of institutions limit the number sessions a student can access by year, with some flexibility in the model. Only 0.6 percent of respondents indicated their campus has a hard session limit with no exceptions.

    Teletherapy continues to be a popular offering among institutions, with 53 percent of four-year institutions and 35 percent of community colleges employing a third-party vendor to provide services. Use by students varies widely, even among similarly sized institutions, but the average number of participating students was 453.

    “Overall, regardless of the type of service provided by a third-party vendor, the majority of directors reported utilization was less than hoped for or met their expectations,” according to the report.

    The number of unique students who attended a crisis appointment averaged across centers was 125, and the average number of crisis appointments was 166. A majority (65 percent) offered psychiatric services within the counseling center, elsewhere on campus or in both locations.

    In addition, a majority of respondents indicated their center provides formal or informal consultation services to the community.

    Looking ahead: While the report focuses on the previous fiscal year, there remains a need to continue to provide accessible and high-quality counseling services, says Cindy M. Bruns, survey coordinator for AUCCCD. “By fostering a supportive campus culture and ensuring that mental health resources are available, colleges can help students navigate political and social environments while promoting resilience and well-being.”

    Some counseling directors have noticed students are experiencing “elevated levels of anxiety, uncertainty, threats to their sense of safety and belonging on campus” due to federal action under the second Trump administration, Bruns says, which could prompt an increase in the number of students seeking services.

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  • VICTORY! 9th Circuit rules in favor of professor punished for criticizing college for lowering academic standards

    VICTORY! 9th Circuit rules in favor of professor punished for criticizing college for lowering academic standards

    SAN FRANCISCO, March 10, 2025 — Today, the U.S. Court of Appeals for the Ninth Circuit ruled in favor of Lars Jensen, a math professor unconstitutionally punished for criticizing what he believed was his college’s decision to water down its math standards.

    Reversing a federal district court, the Ninth Circuit held Jensen suffered wrongful dismissal of his claims against Truckee Meadows Community College in Reno, Nevada, and that he should have his day in court to prove college administrators violated his First Amendment rights. The court also held Jensen’s right to speak out about the math standards was so clearly established that the administrators were not entitled to dismissal on qualified immunity grounds.

    “This decision is a major victory for the free speech rights of academics,” said Foundation for Individual Rights and Expression attorney Daniel Ortner, who argued the case before a Ninth Circuit panel in November 2024. “This decision will protect professors from investigation or threats of termination for their speech, and promote accountability for administrators who violate the First Amendment.”

    The dispute began in 2020, when Jensen planned to comment at a TMCC conference about what he perceived to be diminishing academic standards at the college. After administrators prohibited Jensen from sharing his views at a Q&A session, he printed out his planned comments critiquing the college for allowing for “a student graduating from college” while only being “ready for middle school math,” and handed them out to his colleagues during the break. TMCC Dean Julie Ellsworth told Jensen not to circulate his fliers during the break, but he continued to do so without interrupting the session.

    Ellsworth then accused Jensen of “disobeying” her and warned him he had “made an error” defying her. Following through on her veiled threats, Ellsworth sent Jensen an official reprimand. Over the next two performance reviews, Jensen’s department chair suggested he receive an “excellent” rating, but Ellsworth retaliated by giving him “unsatisfactory” ratings for “insubordination.” As a result, Jensen automatically had to undergo review for possible termination.

    “The college’s actions tarnished my reputation and chilled my speech,” said Jensen. “The Ninth Circuit’s decision vindicates my First Amendment rights and allows me to have my day in court.” 

    COURTESY PHOTOS OF PROFESSOR JENSEN AND HIS ATTORNEYS

    TMCC might have fired Jensen if not for the speedy intervention of FIRE, which wrote a letter objecting that the administrators were violating the First Amendment, which protects faculty at public colleges in commenting as citizens on matters of public concern. TMCC announced that Jensen would not be fired, but the damage to his First Amendment rights was already done, especially with the negative performance evaluations remaining on his file.

    Jensen sued Ellsworth and other TMCC administrators in 2022, arguing the college’s retaliatory actions violated his First Amendment rights as well as his right to due process and equal protection. A district court dismissed the case in 2023. 

    The Ninth Circuit ruled today that the district court erred in dismissing Jensen’s First Amendment claim, because his speech about the college’s academic standards involved a matter of public concern related to scholarship or teaching, and thus receives First Amendment protection. 

    The Court also held the university’s retaliatory actions were likely to chill Jensen’s speech, and that a university’s “interest in punishing a disobedient employee for speaking in violation of their supervisor’s orders cannot automatically trump the employee’s interest in speaking.” The Court warned, in fact, that if an employer could fire an employee solely for refusing to obey an order to stop speaking, a university could unconstitutionally enjoy “carte blanche to stifle legitimate speech.”

    The Court further held the district court erred when it held that claims against the college administrators were barred by qualified immunity, a doctrine that requires plaintiffs to show a government official violated their “clearly established right” before they can hold those officials accountable for damages. The Ninth Circuit held that at the time Jensen spoke out, “it was clearly established that a professor has a right to speak about a school’s curriculum without being reprimanded, given negative performance reviews, and put through an investigation and termination hearing.”

    The ruling remands the case back to the District Court of Nevada, where Jensen’s First Amendment claims can proceed. He may also choose to amend his other claims as necessary to proceed alongside them. Jensen is also represented by Nevada attorney John Nolan, who brought the lawsuit and wrote the briefs filed with the Ninth Circuit. 

     


    The Foundation for Individual Rights and Expression (FIRE) is a nonpartisan, nonprofit organization dedicated to defending and sustaining the individual rights of all Americans to free speech and free thought — the most essential qualities of liberty. FIRE educates Americans about the importance of these inalienable rights, promotes a culture of respect for these rights, and provides the means to preserve them.

    CONTACT:

    Alex Griswold, Communications Campaign Manager, FIRE: 215-717-3473; [email protected]

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  • Gettysburg College – Edu Alliance Journal

    Gettysburg College – Edu Alliance Journal

    March 10, 2025, by Dean Hoke: This profile of Gettysburg College is the fifth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1832, Gettysburg College is a private liberal arts institution located in Gettysburg, Pennsylvania. The 225-acre campus is steeped in history, having served as a field hospital during the Battle of Gettysburg​. An alumnus (David Wills, Class of 1851) invited President Abraham Lincoln to deliver the Gettysburg Address in 1863, tying the college to this pivotal moment in American history​. Gettysburg’s historical significance (from its Civil War connections to President Dwight D. Eisenhower’s post-presidency involvement on its Board of Trustees) contributes to its distinctive identity.​

    The college is known for its rigorous academics, close faculty-student mentorship, and emphasis on leadership development. Gettysburg maintains a 10:1 student-to-faculty ratio, ensuring personalized instruction. It enrolls approximately 2,200 students from across the country and abroad, fostering a diverse and engaged learning community.

    Curricula

    Gettysburg College offers more than 40 majors and 40 minors, spanning the arts, humanities, sciences, and social sciences. Popular programs include Business, Political Science, Economics, Psychology, and Health Sciences. The college is home to the Eisenhower Institute provides students with opportunities to engage in public policy and leadership development, while the Civil War Era Studies minor leverages the college’s historical location for in-depth academic exploration. Five years after graduation (as of Fall 2021), 45 percent of this graduating class had received and/or were enrolled in a graduate/professional degree program five years after graduating from Gettysburg. Graduation rates have remained high. The latest 6-year graduation rate was 83%

    Strengths

    • Strong Post-Graduate Outcomes: 98% of graduates are employed or enrolled in graduate school within a year of graduation.
    • Experiential Learning: Over 78% of students complete at least one internship, and 55% participate in faculty-mentored research.
    • Leadership Development: Programs such as the Eisenhower Institute provide hands-on training in policy and governance.
    • Historical and Civic Engagement: The college’s proximity to the Gettysburg Battlefield and its Civil War Era Studies program offer students a unique educational experience.

    Weaknesses

    • Financial Resources: Gettysburg’s endowment is moderate compared to some peer institutions, affecting the availability of internal funding for scholarships and program expansion.
    • Enrollment Challenges: The college has seen a gradual decline in student enrollment over the past decade, from a peak of over 2,700 students in 2013 to approximately 2,207 in 2024. Gettysburg’s rural location and relatively small town setting may also be a hurdle in recruiting students who prefer an urban environment or a more expansive social scene.
    • Diversity Initiatives: About 21% of undergraduates are domestic students of color, and 14% are international. While improving, the college’s domestic student diversity (21%) lags behind national averages.

    Economic Impact

    Gettysburg College serves as a major economic engine in its local and regional economy. As one of the largest employers in Adams County, the college provides hundreds of jobs for faculty, administrators, and staff, injecting substantial income into the community through payroll and benefits. The college also attracts thousands of visitors annually for events like Orientation, Family Weekend, Homecoming, and Commencement, as well as academic conferences and cultural events at its facilities (such as the Majestic Theater, a college-owned performing arts center). Also, Gettysburg College’s investment in revitalizing downtown Gettysburg through projects like the Majestic Theater restoration and its support of local internships/service programs help strengthen the social and economic fabric of the area.

    Broader economic analyses highlight the significant spillover effects of colleges like Gettysburg. Many graduates remain in or return to Pennsylvania, joining the workforce and paying taxes. (Statewide data from the Association of Independent Colleges & Universities of PA suggests that if ~57% of one graduating class stays in Pennsylvania to work, that cohort would add about $1.5 billion to the state economy over their careers.​

    Enrollment Trends

    As of Fall 2024, Gettysburg College enrolls approximately 2,207 students. Over the past five years, undergraduate enrollment has declined from a peak of 2,500 to 2,200. The shift is attributed to demographic changes and increasing competition among liberal arts colleges. Efforts to stabilize enrollment include enhanced recruitment strategies and expanded financial aid options.

    In the Fall of 2022, Gettysburg College launched and began offering classes for its first part-time master’s degree program, the Master of Arts in American History, in partnership with the Gilder Lehrman Institute of American History. This fully online, 30-credit program is designed for K-12 educators, district supervisors, librarians, museum professionals, and National Park Service employees affiliated with the Gilder Lehrman Institute. It is growing; new graduate programs are in the process of being offered.

    Degrees Awarded by Major

    In the 2023 graduating class, Gettysburg College conferred degrees across the various disciplines.

    Alumni

    According to the college, Gettysburg College has an alumni network of over 32,000 graduates. Approximately 25% of alumni reside in Pennsylvania, with a significant concentration in the greater Washington, D.C., and Philadelphia areas. The college’s alumni are well-represented in fields such as business, law, government, education, and the arts. Career services and networking opportunities ensure that graduates remain engaged and professionally supported.

    Notable Alumni

    • Michael Bishop (Class of 1957): Nobel Prize-winning biomedical researcher in virology and cancer research.
    • Fred Fielding (Class of 1961): 9/11commissioner and White House Council for President Ronald Regan and  George W. Bush.
    • Carol Bellamy (Class of 1963): Former Executive Director of UNICEF and Peace Corps Director.
    • Bruce S. Gordon (Class of 1968): Former President of the NAACP.
    • Kathryn Wolford (Class of 1979: Former President of the McKnight Foundation and Past President of Lutheran World Relief.
    • Carson Kressley (Class of 1991): Television personality, fashion expert, and actor.

    Endowment and Financial Standing

    As of 2023, Gettysburg College’s endowment stands at approximately $380–$400 million. While this represents growth over the past five years, the college remains tuition-dependent, with about 80% of its operating budget coming from student fees. Gettysburg College is stable but budget-conscious. Forbes’ 2023 financial health evaluation gave Gettysburg an approximate “B–” grade, with a financial GPA of around 2.71 on a 4.5 scale, indicating that while the college is not financially distressed.

    Why is Gettysburg College Important

    • Academic Excellence: The college provides a strong liberal arts foundation with small class sizes and individualized instruction.
    • High Graduate Success Rates: With 98% of graduates employed or in graduate school within a year, Gettysburg’s outcomes are among the best for liberal arts colleges.
    • Leadership Development: Programs such as the Eisenhower Institute and Center for Public Service prepare students for civic engagement and public service careers.
    • Historical Significance and Cultural Impact: Its Civil War connections and Lincoln’s legacy make it a unique institution with a strong civic mission. Also Gettysburg College plays a key role in supporting local businesses, employment, and tourism in Gettysburg and beyond.

    With its strong commitment to liberal arts education, leadership development, and historical legacy, Gettysburg College remains a distinguished institution that prepares students for success in an ever-changing world.


    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and a Senior Fellow with the Sagamore Institute. He formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean, along with Kent Barnds, are co-hosts for the podcast series Small College America. Season two begins on March 11, 2025.

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  • Talent pipeline for local businesses supports college students

    Talent pipeline for local businesses supports college students

    About four in 10 college students believe developing specific skills needed for their career is among the most important outcomes to them in their academic experience, according to a winter 2023 Student Voice survey by Inside Higher Ed and College Pulse. However, 22 percent of all respondents indicated they had never participated in experiential learning or an internship.

    Champlain College in Vermont partnered with a local coworking campus and business incubator, Hula, in 2023 to build a talent pipeline for local businesses and expose students to new and maybe unfamiliar career opportunities.

    Over the past two years, the partnership has resulted in real-life case studies and client-facing work for students and faculty, as well as greater engagement with young talent for employers.

    What’s the need: “One thing that’s very apparent in Vermont is we need young talent,” says Angelika Koukoulas, Champlain’s Innovation Hub Project Manager, who oversees the Hula-Champlain partnership.

    Vermont experiences the worst brain drain in the country, losing 57.5 percent of its college graduates, many of whom move to Massachusetts or New York, according to 2022 data analysis.

    Koukoulas’s role is to help students identify work experiences in Vermont and build relationships with employers to fill holes in their workforces.

    “They need more hands, they need big ideas, they need students who are excited about their work and are willing to put in effort to learn,” Koukoulas says.

    There’s also a national shortage of internship opportunities, one that is tied to a mismatch in employer needs and student interests. The partnership addresses both comprehensively by weighing all stakeholders’ interests.

    How it works: Hula is about a mile away from Champlain College and just down the road from the college’s Miller Center campus.

    The coworking space supports 60 member businesses and up to 600 coworking individuals. The businesses belong to a variety of industries, including green technology and marketing, as well as traditional business or finance roles.

    A majority of the collaborations fall into two camps: companies providing projects for capstone-like courses for experiential learning or companies creating internships for students.

    Inquiries can come directly from faculty members looking to revamp curriculum or offer real-world scenarios for students to engage their skills or from employers who have a specific need and want young talent to assist them. Often, start-ups are looking for student support for social media or blog-writing campaigns, but there’s also a need for general business admin or accounting support, Koukoulas says.

    For internships, Koukoulas will serve as a recruiter of sorts for the company partner, assisting them in creating the job description and posting it on Handshake and also encouraging students she believes would be a good fit to apply and increasing the number of applicants for the business partner.

    “It widens their candidate pool and hopefully gets more students opportunities that they wouldn’t have even thought of otherwise,” Koukoulas says.

    All projects have been pro-bono, so the company invests zero dollars to enlist a class for work, but almost all internships have been paid roles.

    What’s different: Hula serves both as a business partner, hiring interns and supporting class projects, but also as an incubator for small businesses in Vermont.

    The people who work on Hula’s campus rotate, meaning there’s continual variety of the types of industries or groups students could partner with. The climate of the office building also means businesses are innovation and creatively minded, making partnership more natural.

    Koukoulas has an office at Hula, meaning she can directly engage in communal spaces or in building channels to solicit employer partnerships.

    Vermont also has a very relational culture, something Koukoulas has had to navigate as a more recent resident to the Green Mountain State, whether the relationships are with faculty—who have taught a course for a long time and may be hesitant to make changes—or with businesses leaders, who consider their start-up to be their baby and may be uncomfortable letting a student participate in their work.

    There’s an educational piece to the puzzle, both helping faculty identify their ask for project and employers create meaningful internships for learners. Koukoulas hosted an Internship 101 workshop for Hula businesses to set expectations for internships and provide guidance on best practices, such as providing students a mentor. She also hosts regular lunch for interns who work within the Hula offices to check in and provide support as needed.

    The impact: Since the partnership launched in summer 2023, 90 students have engaged in a Hula-based project within a course, and 18 students have participated in an internship.

    The partnership is in its early stages, so Champlain doesn’t have data on how students have translated their work with the start-ups into longer-term career development, but exposure to new careers and experiential learning are two benefits Koukoulas is eager to see manifest.

    “I can’t wait to see if it works; I can’t wait to see the fruit of that labor in the next couple of years,” Koukoulas says.

    If your student success program has a unique feature or twist, we’d like to know about it. Click here to submit.

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  • Anonymous alum donates $51M to Smith College

    Anonymous alum donates $51M to Smith College

    Smith College has received a $51 million gift from an anonymous alumna, the Massachusetts women’s college announced Thursday.

    It is the largest planned gift in the institution’s history and will be used to support financial aid and two faculty positions: one in engineering and one in statistical and data sciences.

    Boosting financial aid “will allow young women from all economic backgrounds to realize their biggest dreams for educational opportunity, permitting them to make a difference in their local communities, in their nations, and in the advancement of humankind worldwide,” said the donor, who graduated in 1979.

    She also articulated her belief in the value of STEM education.

    “In an age in which it is more important than ever for women to excel in technology, especially in the fields of engineering and computing, it is crucial to endow a leading educational institution like Smith College and to benefit women’s contributions in the STEM fields.”

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  • College student’s classroom is the farm where he works (CBS Evening News)

    College student’s classroom is the farm where he works (CBS Evening News)

    At a time when college is unaffordable for many, some schools are re-imagining higher education, shifting their curricula from general knowledge to providing free training for specific jobs. Mark Strassmann reports from Merced, California.


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  • A Pa. community college campus closes in-person programs

    A Pa. community college campus closes in-person programs

    Butler County Community College is discontinuing credit-bearing, in-person programs at its LindePointe campus in response to enrollment troubles and the looming demographic cliff in Pennsylvania. The programs are scheduled to continue through the spring semester and shut down in August.

    Enrollment at the LindePointe campus has fallen sharply, from 300 students in fall 2014 to 45 in fall 2024, with a particularly steep drop during the pandemic, according to a news release from the college Tuesday.

    “Our numbers simply have not rebounded to a sustainable level,” Joshua Novak, vice president for student affairs and enrollment management, said in the release.

    College leaders estimate ending in-person programs will save approximately $450,000 annually.

    Students in Mercer County, where the LindePointe campus is located, will still be able to take online classes and participate in dual-enrollment and workforce training programs, including training in emergency medical and fire services at a local fire department. The college has promised to create degree-completion plans for each student, which may include online courses or classes taught at its five other locations. All the other campuses continue to offer in-person courses for credit. It’s unclear what will happen to LindePointe faculty and staff, though the college plans to “explore opportunities” for them, including potential reassignments, according to the release.

    The move comes after the college previously considered but didn’t ultimately move forward with plans to teach its LindePointe courses and programs at Pennsylvania State University at Shenango as part of a potential partnership between the two institutions.

    “While we looked at potential partnerships and alternative models, we could not identify a solution that was feasible long term,” Megan Coval, the college’s interim president, said in the release.

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  • New college presidents appointed in February

    New college presidents appointed in February

    Stacy Bartlett, currently the chief of staff at Point University in Georgia, will become the institution’s president, effective July 1.

    Michael Benson, president of Coastal Carolina University, has been named the 27th president of West Virginia University, starting in July.

    John Butler, the Haub Vice President for University Mission and Ministry at Boston College, has been appointed the institution’s president, beginning in the summer of 2026.

    Elizabeth Cantwell, president of the Utah State University system, has been appointed president of Washington State University, effective April 1.

    Sylvia Cox, executive vice president and chief academic officer at Southeastern Community College, has been named president of Rockingham Community College, effective May 1.

    Wendy Elmore, currently executive vice president and provost of Lamar State College–Orange in Texas, has been named the institution’s next president, effective June 1.

    Andrea Goldsmith, dean of the School of Engineering and Applied Science at Princeton University, will become the seventh president of Stony Brook University, effective Aug. 1.

    Adam Hasner, executive vice president of public policy for the Geo Group, has been named president of Florida Atlantic University.

    Elizabeth Kiss, who most recently served as CEO of the Rhodes Trust, will become president of Union College, effective July 1.

    Michelle Larson, president and CEO of the Adler Planetarium in Chicago, has been named president of Clarkson University, effective April 1.

    Dean McCurdy, provost and senior vice president for academic affairs at Ivy Tech Community College, has been named president of Colby-Sawyer College, effective June 1.

    Heather Norris, formerly the interim chancellor of Appalachian State University, has been appointed to the position permanently, effective March 1.

    Joseph Odenwald, president of Southwestern Michigan College, has been named president of Alma College, effective June 1.

    Andrew Rich, dean of the Colin Powell School for Civic and Global Leadership at the City College of New York, has been appointed president of Franklin & Marshall College, beginning this summer.

    Daniel Shipp, the president of Pittsburg State University, has been named president of Maryville University in Missouri, starting in June.

    Shane Smeed, president of Park University in Missouri, has been appointed president of Utah Tech University.

    Gentry Sutton, currently executive vice president and vice president of advancement at Warner University in Florida, has been appointed president of the institution.

    Suzanne Walsh, president of Bennett College in North Carolina, has been named president of City University of Seattle, effective July 1.

    Jermaine Whirl, who most recently served as president of Augusta Technical College, has been appointed president of Savannah State University, effective April 1.

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  • The National Institutes of Health shouldn’t use FIRE’s College Free Speech Rankings to allocate research funding — here’s what they should do instead

    The National Institutes of Health shouldn’t use FIRE’s College Free Speech Rankings to allocate research funding — here’s what they should do instead

    In December, The Wall Street Journal reported:

    [President-elect Donald Trump’s nominee to lead the National Institutes of Health] Dr. Jay Bhattacharya […] is considering a plan to link a university’s likelihood of receiving research grants to some ranking or measure of academic freedom on campus, people familiar with his thinking said. […] He isn’t yet sure how to measure academic freedom, but he has looked at how a nonprofit called Foundation for Individual Rights in Education scores universities in its freedom-of-speech rankings, a person familiar with his thinking said.

    We believe in and stand by the importance of the College Free Speech Rankings. More attention to the deleterious effect restrictions on free speech and academic freedom have on research at our universities is desperately needed, so hearing that they are being considered as a guidepost for NIH grantmaking is heartening. Dr. Bhattacharya’s own right to academic freedom was challenged by his Stanford University colleagues, so his concerns about its effect on NIH’s grants is understandable.

    However, our College Free Speech Rankings are not the right tool for this particular job. They were designed with a specific purpose in mind — to help students and parents find campuses where students are both free and comfortable expressing themselves. They were not intended to evaluate the climate for conducting academic research on individual campuses and are a bad fit for that purpose. 

    While the rankings assess speech codes that apply to students, the rankings do not currently assess policies pertaining to the academic freedom rights and research conduct of professors, who are the primary recipients of NIH grants. Nor do the rankings assess faculty sentiment about their campus climates. It would be a mistake to use the rankings beyond their intended purpose — and, if the rankings were used to deny funding for important research that would in fact be properly conducted, that mistake would be extremely costly.

    FIRE instead proposes three ways that would be more appropriate for NIH to use its considerable power to improve academic freedom on campus and ensure research is conducted in an environment most conducive to finding the most accurate results.

    1. Use grant agreements to safeguard academic freedom as a strong contractual right. 
    2. Encourage open data practices to promote research integrity.
    3. Incentivize universities to study their campus climates for academic freedom.

    Why should the National Institutes of Health care about academic freedom at all?

    The pursuit of truth demands that researchers be able to follow the science wherever it leads, without fear, favor, or external interference. To ensure that is the case, NIH has a strong interest in ensuring academic freedom rights are inviolable. 

    As a steward of considerable taxpayer money, NIH has an obligation to ensure it spends its funds on high-quality research free from censorship or other interference from politicians or college and university administrators.

    Why the National Institutes of Health shouldn’t use FIRE’s College Free Speech Rankings to decide where to send funds

    FIRE’s College Free Speech Rankings (CFSR) were never intended for use in determining research spending. As such, it has a number of design features that make it ill-suited to that purpose, either in its totality or through its constituent parts.

    Firstly, like the U.S. News & World Report college rankings, a key reason for the creation of the CFSRs was to provide information to prospective undergraduate students and their parents. As such, it heavily emphasizes students’ perceptions of the campus climate over the perceptions of faculty or researchers. In line with that student focus, our attitude and climate components are based on a survey of undergraduates. Additionally, the speech policies that we evaluate and incorporate into the rankings are those that affect students. We do not evaluate policies that affect faculty and researchers, which are often different and would be of greater relevance to deciding research funding. While it makes sense that there may be some correlation, we have no way of knowing whether or the degree to which that might be true.

    Secondly, for the component that most directly implicates the academic freedom of faculty, we penalize schools for attempts to sanction scholars for their protected speech, as tracked in our Scholars Under Fire database. While our Scholars Under Fire database provides excellent datapoints for understanding the climate at a university, it does not function as a systematic proxy for assessing academic freedom on a given campus as a whole. As one example, a university with relatively strong protection for academic freedom may have vocal professors with unpopular viewpoints that draw condemnation and calls for sanction that could hurt its ranking, while a climate where professors feel too afraid to voice controversial opinions could draw relatively few calls for sanction and thus enjoy a higher ranking. This shortcoming is mitigated when considered alongside the rest of our rankings components, but as discussed above, those other components mostly concern students rather than faculty.

    Thirdly, using CFSR to determine NIH funding could — counterintuitively — be abused by vigilante censors. Because we penalize schools for attempted and successful shoutdowns, the possibility of a loss of NIH funding could incentivize activists who want leverage over a university to disrupt as many events as possible in order to negatively influence its ranking, and thus its funding prospects. Even the threat of disruption could thus give censors undue power over a university administration that fears loss of funding.

    Finally, due to resource limitations, we do not rank all research universities. It would not be fair to deny funding to an unranked university or to fund an unranked university with a poor speech climate over a low-ranked university.

    Legal boundaries for the National Institutes of Health as it considers proposals for actions to protect academic freedom

    While NIH has considerable latitude to determine how it spends taxpayer money, as an arm of the government, the First Amendment places restrictions on how NIH may use that power. Notably, any solution must not penalize institutions for protected speech or scholarship by students or faculty unrelated to NIH granted projects. NIH could not, for example, require that a university quash protected protests as a criteria for eligibility, or deny a university eligibility because of controversial research undertaken by a scholar who does not work on NIH-funded research.

    While NIH can (and effectively must) consider the content of applications in determining what to fund, eligibility must be open to all regardless of viewpoint. Even were this not the case as a constitutional matter (and it is, very much so), it is important as a prudential matter. People would be understandably skeptical of, if not downright disbelieve, scientific results obtained through a grant process with an obvious ideological filter. Indeed, that is the root of much of the current skepticism over federally funded science, and the exact situation academic freedom is intended to avoid.

    Additionally, NIH cannot impose a political litmus test on an individual or an institution, or compel an institution or individual to take a position on political or scientific issues as a condition of grant funding.

    In other words, any solution to improve academic freedom:

    • Must be viewpoint neutral;
    • Must not impose an ideological or political litmus test; and
    • Must not penalize an institution for protected speech or scholarship by its scholars or students.

    Guidelines for the National Institutes of Health as it considers proposals for actions to protect academic freedom

    NIH should carefully tailor any solution to directly enhance academic freedom and to further NIH’s goal “to exemplify and promote the highest level of scientific integrity, public accountability, and social responsibility in the conduct of science.” Going beyond that purpose to touch on issues and policies that don’t directly affect the conduct of NIH grant-funded research may leave such a policy vulnerable to legal challenge.

    Any solution should, similarly, avoid using vague or politicized terms such as “wokeness” or “diversity, equity, and inclusion.” Doing so creates needless skepticism of the process and — as FIRE knows all too well — introduces uncertainty as professors and institutions parse what is and isn’t allowed.

    Enforcement mechanisms should be a function of contractual promises of academic freedom, rather than left to apathetic accreditors or the unbounded whims of bureaucrats on campus or officials in government, for several reasons. 

    Regarding accreditors, FIRE over the years has reported many violations of academic freedom to accreditors who require institutions to uphold academic freedom as a precondition for their accreditation. Up to now, the accreditors FIRE has contacted have shown themselves wholly uninterested in enforcing their academic freedom requirements.

    When it comes to administrators, FIRE has documented countless examples of campus administrators violating academic freedom, either due to politics, or because they put the rights of the professor second to the perceived interests of their institution.

    As for government actors, we have seen priorities and politics shift dramatically from one administration to the next. It would be best for everyone involved if NIH funding did not ping-pong between ideological poles as a function of each presidential election, as the Title IX regulations now do. Dramatic changes to how NIH conceives as academic freedom with every new political administration would only create uncertainty that is sure to further chill speech and research.

    While the courts have been decidedly imperfect protectors of academic freedom, they have a better record than accreditors, administrators, or partisan government officials in parsing protected conduct from unprotected conduct. And that will likely be even more true with a strong, unambiguous contractual promise of academic freedom. Speaking of which…

    The National Institutes of Health should condition grants of research funds on recipient institutions adopting a strong contractual promise of academic freedom for their faculty and researchers

    The most impactful change NIH could enact would be to require as a condition of eligibility that institutions adopt strong academic freedom commitments, such as the 1940 Statement of Principles on Academic Freedom and Tenure or similar, and make those commitments explicitly enforceable as a contractual right for their faculty members and researchers.

    The status quo for academic freedom is one where nearly every institution of higher education makes promises of academic freedom and freedom of expression to its students and faculty. Yet only at public universities, where the First Amendment applies, are these promises construed with any consistency as an enforceable legal right. 

    Private universities, when sued for violating their promises of free speech and academic freedom, frequently argue that those promises are purely aspirational and that they are not bound by them (often at the same time that they argue faculty and students are bound by the policies). 

    Too often, courts accept this and universities prevail despite the obvious hypocrisy. NIH could stop private universities’ attempts to have their cake and eat it too by requiring them to legally stand by the promises of academic freedom that they so readily abandon when it suits them.

    NIH could additionally require that this contractual promise come with standard due process protections for those filing grievances at their institution, including:

    • The right to bring an academic freedom grievance before an objective panel;
    • The right to present evidence;
    • The right to speedy resolution;
    • The right to written explanation of findings including facts and reasons; and
    • The right to appeal.

    If the professor exhausts these options, they may sue for breach of the contract. To reduce the burden of litigation, NIH could require that, if a faculty member prevails in a lawsuit over a violation of academic freedom, the violating institution would not be eligible for future NIH funding until they pay the legal fees of the aggrieved faculty member.

    NIH could also study violations of academic freedom by creating a system for those connected to NIH-funded research to report violations of academic freedom or scientific integrity.

    It would further be proper for NIH to require institutions to eliminate any political litmus tests, such as mandatory DEI statements, as a condition of grant eligibility.

    The National Institutes of Health can implement strong measures to protect transparency and integrity in science

    NIH could encourage open science and transparency principles by heavily favoring studies that are pre-registered. Additionally, to obviate concerns that scientific results may be suppressed or buried because they are unpopular or politically inconvenient, NIH could require its grant-funded research to make available data (with proper privacy safeguards) following the completion of the project. 

    To help deal with the perverse incentives that have created the replication crisis and undermined public trust in science, NIH could create impactful incentives for work on replications and the publication of null results.

    Finally, NIH could help prevent the abuse of Institutional Review Boards. When IRB review is appropriate for an NIH-funded project, NIH could require that review be limited to the standards laid out in the gold-standard Belmont Report. Additionally, it could create a reporting system for abuse of IRB processes to suppress, or delay beyond reasonable timeframes, ethical research, or violate academic freedom.

    The National Institutes of Health can incentivize study into campus climates for academic freedom

    As noted before, FIRE’s College Free Speech Rankings focus on students. Due to logistical and resource difficulties surveying faculty, our 2024 Faculty Report looking into many of the same issues took much longer and had to be limited in scope to 55 campuses, compared to the 250+ in the CFSR. This is to say there is a strong need for research to understand faculty views and experiences on academic freedom. After all, we cannot solve a problem until we understand it. To that effect, NIH should incentivize further study into faculty’s academic freedom.

    It is important to note that these studies should be informational and not used in a punitive manner, or to decide on NIH funding eligibility. This is because tying something as important as NIH funding to the results of the survey would create so significant an incentive to influence the results that the data would be impossible to trust. Even putting aside malicious interference by administrators and other faculty members, few faculty would be likely to give honest answers that imperiled institutional funding, knowing the resulting loss in funding might threaten their own jobs.

    Efforts to do these kinds of surveys in Wisconsin and Florida proved politically controversial, and at least initially, led to boycotts, which threatened to compromise the quality and reliability of the data. As such, it’s critical that any such survey be carried out in a way that maximizes trust, under the following principles:

    • Ideally, the administration of these surveys should be done by an unbiased third party — not the schools themselves, or NIH. This third party should include respected researchers across the political spectrum and no partisan slant.
    • The survey sample must be randomized and not opt-in.
    • The questionnaire must be made public beforehand, and every effort should be made for the questions to be worded without any overt partisanship or ideology that would reduce trust.

    Conclusion: With great power…

    FIRE has for the last two decades been America’s premier defender of free speech and academic freedom on campus. Following Frederick Douglass’s wise dictum, “I would unite with anybody to do right and with nobody to do wrong,” we’ve worked with Democrats, Republicans, and everyone in between (and beyond) to advance free speech and open inquiry, and we’ve criticized them in turn whenever they’ve threatened these values.

    With that sense of both opportunity and caution, we would be heartened if NIH used its considerable power wisely in an effort to improve scientific integrity and academic freedom. But if wielded recklessly, that same considerable power threatens to do immense damage to science in the process. 

    We stand ready to advise if called upon, but integrity demands that we correct the record if we believe our data is being used for a purpose to which it isn’t suited.

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  • Closing a college with dignity (part 3) (opinion)

    Closing a college with dignity (part 3) (opinion)

    After a year of many last events, Cabrini University celebrated its final commencement ceremonies last May and a “legacy” event to ceremonially close the institution and pass the legacy to Villanova University, which purchased the campus. As the emotions have tempered, and Cabrini’s president and academic leadership team have moved on to new career opportunities, we offer these lessons learned for financially struggling colleges that may be facing the possibility of closure, as well as insights for colleges in positions of financial strength on how they can help.

    If Your College Is Struggling Financially

    The quickest route to a chaotic close is running out of cash. Depending on how liquid an institution is—a combination of how much actual cash it holds with how many assets it has that can quickly be converted to cash—running out of cash can happen suddenly. A constant awareness of liquidity is imperative to avoid such a terrible outcome, and any potential partner will ask how long the cash will last as a preliminary decision criterion.

    This is the third part of a three-part series. Parts 1 and 2 can be found here and here.

    For many institutions, the most accessible cash resource is the unrestricted portion of the endowment. This can be both a blessing and a curse. Some institutions today are actively drawing more on their endowment than the historic 4 to 5 percent in support of annual operations in order to solve potentially existential challenges (the blessing)—but if the revitalization effort fails, then institutional resources may not be available to preclude closure (the curse). Without the Villanova partnership, Cabrini would have faced a significant cash crunch, which would have forced very difficult choices, especially related to supporting employees in the final stages of closing.

    Rating agencies have also called out the growing amount of deferred maintenance colleges are facing. This is an in-the-weeds problem that many institutions are not addressing, at their great peril. In Cabrini’s case, we had to close a residence hall due to a heating system failure, and a heavily used campus road was so frequently repaired that it was difficult to traverse. We also could not provide competitive equipment for students in one of our most popular majors.

    For institutions on the brink, deferred maintenance can be a real deterrent when considering deal terms with potential partners. Villanova has announced that it will spend $75 million to upgrade the Cabrini campus.

    Here are some additional factors financially struggling institutions should consider:

    • Your accreditor will not tell you to close until it is too late. Cabrini did not receive any warnings from its accreditor in the decade prior to closure. The institution remained accredited by the Middle States Commission on Higher Education through graduating its final class and even moved through the required accreditation self-study process in the final year of operation. Do not rely on your accrediting body to make decisions for you.
    • Be honest and transparent with your campus community about enrollment and the college’s financial reality.
    • Consider the cash reserves necessary to close with dignity. Your expenditures will be higher than normal during the wind-down period. You will need to secure an excellent legal team with expertise in closing colleges. There will also be costs associated with exiting long-term contracts and licenses as well as severance and retention costs. Anticipating these increased costs and decreased revenues in the final year is critical to the success of the closure.
    • Anticipate that alumni may want to “save the college.” If you do not have a history of alumni making large gifts, these efforts will be unlikely solutions. When entertaining such possibilities, consider the amount necessary to raise not just to keep the institution open for another year, but to sustain operations over time.
    • Plan for a closing timeline, even if you are not certain you will close. Choosing the right time in the academic calendar to announce a closing is an especially challenging task. Primary consideration must be given to future educational opportunities for students, followed by maximizing employment opportunities for faculty and staff. If it is possible to announce a closing after the end of an academic year for two years into the future, that affords the opportunity to graduate juniors and seniors while preparing sophomores and first-year students for teach-out, and gives faculty up to two academic recruiting cycles, which is especially helpful for tenure-stream faculty. Having sufficient funding on hand is key to offering a two-year closing time frame, given that fiscal and human resources start to deplete as soon as a closing announcement is made.
    • As you plan for a closing timeline, consider the ethical responsibility to deliver a robust student experience. In its final year, Cabrini prioritized using funds for student events and experiences and reduced or eliminated budgets for employee travel, professional memberships and other non-student-facing services.

    If Your College Is Preparing for a Closure Announcement

    If your institution has decided to close, consider the following steps before you announce:

    • Build a website with critical information so that all of your constituents—students, employees, alumni and donors—can receive information. Continue to add to FAQs as more information becomes available.
    • Keep the circle of people who know about the impending closure small to avoid leaks prior to having as much planned as possible. Using nondisclosure agreements is critical. While holding this news may be questioned as unethical, the decision to wait to announce until plans are in place provides the community with more clarity on partner/teach-out institutions, career counseling, mental health counseling, health care, plans for severance and retention agreements, etc.
    • Consider hiring a crisis management team to prepare you for the announcement.
    • Plan to host open forums (virtually and in person) for parents, students and faculty to support their transitions immediately after the closure announcement. Understand that the messaging may not be absorbed when people are upset. Post recordings or PowerPoint slides on your closing website.
    • Plan for mental health support for employees and students, with both in-person and virtual options.
    • Plan for the many human resources issues you will need to consider. Compliance with the federal WARN Act is crucial in order to not incur additional costs. If you provide a notice of a year or more, you will want to retain key faculty and staff. Simultaneously, you will want some melt of employees to align with the melt of students (and tuition income) that will occur. This means you will need to consider both retention and severance agreements, while complying with terms laid out in employee handbooks.
    • Remain in close communication with your accreditor(s) and continue to report on compliance with standards as well as the closure plan. They have processes and expectations that colleges need to honor in order to retain accreditation for the final graduating class. As noted earlier, Cabrini had to complete a regularly scheduled Middle States self-study process, including the site team visit, in the final year of operation, while also completing processes related to closure and the asset purchase agreement.
    • Anticipate that there will be additional administrative tasks to finish after students and faculty leave. In this regard, there will seem to be multiple dates that feel like an ending—the date when academics cease and degrees are no longer awarded, the date when accreditation ends, the date when a transaction occurs for the property, the date the endowment transfer process happens through the Orphan’s Court—a process specific to Pennsylvania—and more. Audits, financial aid close-out and reporting requirements, tasks related to tax compliance, discontinuation of vendor relationships, transition of student records, withdrawal from the federal international student program and other administrative tasks will need to occur after most campus employees have been terminated. Understanding these requirements and creating a checklist for closure will keep your leadership team on track.

    If Your College Has Announced Plans to Close

    • Request department chairs work collaboratively to identify students who can realistically graduate prior to closing, determine what courses these students need and schedule classes to meet these needs. Closing institutions need to be flexible but not sacrifice the quality of the education. Modifying degree requirements to the point where students do not have the skills and knowledge that is expected of the degree is unethical.
    • Adapt catalog policies to ensure due process for managing grievances, academic standing determinations, grade disputes/changes, hearing requests, etc., within the timeline for closure. Once closed, transcripts cannot be modified.
    • Establish a working group on record retention to determine what needs to shift to another institution or agency and what needs to be shredded.
    • Prepare faculty and staff on campus to assume many roles as their faculty and staff colleagues depart throughout the year.
    • Anticipate that alumni will suddenly be more engaged than they have been in recent years. Your focus must remain on taking care of your current employees and students, who deserve a robust experience.
    • Give yourself grace and extend that to everyone around you. Everyone is experiencing some level of grief, stress and trauma. Be flexible even while knowing that at times you will need to have firm deadlines to respect people’s bandwidth and complete processes. Understand that students and employees will react differently and move on different schedules.
    • Have hope. There are moments of your closure period that will be horrific. There is no other way to describe it. There will also be moments of solidarity and togetherness. Ultimately, a closure can be a period of forced growth for many people. Many Cabrini employees found a new job opportunity that advanced their careers.

    If Your College Isn’t Closing, but a College in Your Area Is

    • If a college or university in your area is closing or is rumored to be closing, talk with them to ask how you can best support them. Before posting information on your website or speaking with the media about welcoming the students from the closing college or university, ask the closing institution directly about how you can best support their students and employees for a smooth transition.
    • Working with institutions to establish memorandums of understanding for supportive transitioning of students is important, as is acting with transparency and honesty. Unfortunately, there were institutions that exhibited predatory behaviors toward Cabrini students with flashy, false promises that led vulnerable students to spend more time and money to complete their degrees. Don’t be that institution.
    • If a college provides a notice period, understand that actively recruiting their students or employees prior to closure might negatively impact the closing institution. If you would like to offer employment to someone at a closing institution who is in a key position such as director of financial aid or registrar, consider communicating with the closing institution to seek a solution that can provide a transition period, possibly splitting the employee’s time between the two institutions.

    Final Reflection

    In an ideal world of higher education, no institution would have to endure a sudden or planned closure. However, the current financial and enrollment pictures at many colleges and universities point to a harsher reality.

    For others working at institutions that are exploring mergers, acquisitions or closures, do not work in isolation. There are now many higher education professionals who have lived through this experience who can offer advice confidentially and understand the need for nondisclosure. Higher education will be stronger if we work together, not in competition, and recognize our shared mission to serve students and our communities.

    The final two years were a very difficult time for Cabrini University’s community. The institution’s leadership is forever grateful to the faculty and staff, all of whom rose to the occasion to embrace the many lasts. Their selfless work and sacrifice will serve as a legacy for Cabrini, as will the colleges where Cabrini students chose to continue their educations and the institutions where former Cabrini faculty and staff will continue their careers.

    Helen Drinan served as interim president of Cabrini University. Previously, she served as president of Simmons University.

    Michelle Filling-Brown is associate vice provost for integrated student experience and a teaching professor in the Department of English at Villanova University. She formerly served as chief academic officer/dean for academic affairs at Cabrini University, where she also served as a faculty member for 16 years.

    Richie Gebauer is dean of student success at Bryn Mawr College. He formerly served as assistant dean of retention and student success at Cabrini University.

    Erin McLaughlin is the interim dean of the College of Arts, Education and Humanities at DeSales University. She formerly served as associate dean for the School of Business, Education and Professional Studies at Cabrini University, where she also served as a faculty member for 16 years.

    Kimberly Boyd is assistant professor of biology and anatomy and physiology at Delaware County Community College. She formerly served as dean of retention and student success at Cabrini University, where she also served as a faculty member for 25 years.

    Missy Terlecki is dean of the School of Professional and Applied Psychology at Philadelphia College of Osteopathic Medicine. She formerly served as associate dean for the School of Arts and Sciences at Cabrini University, where she also served as a faculty member for 19 years.

    Lynda Buzzard is associate vice president and controller at Villanova University. Previously, she served as the vice president of finance and administration at Cabrini University in its final year.

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